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of Delery and Doty (1996). While these specific personnel practices are discussed below,
research has established linkages between SHRM and various measures of organizational
effectiveness (Arthur, 1992, 1994; Delaney and Huselid 1996; Gerhart and Milkovich,
1990, Huselid, 1993, 1995; Schuler and Jackson, 1988; Terpstra and Rozell, 1993).
Whereas much of this research has concentrated on private sector organizations, this
study focuses on the provision of public social services (Selden, Jacobson, Ammar, and
Wright, 2000). The general hypothesis underlying this study is that each practice does
indeed matter and individually (and collectively) contributes to organizational success.
STRATEGIC HUMAN RESOURCES PRACTICES
Internal Career Ladder
A career system is necessary to focus individual attention on the strategic issues
facing an organization over the long term. Objectives and reward systems tied to the
short-term lead to dysfunctional behavior and goal displacement. Government with its 2- 6 year, 4-year, and 6-year electoral cycles has always suffered from this myopia. A longterm perspective induces organizational commitment and loyalty. It enables individuals
and organizations to invest in training and productivity improvements knowing that they
will reap the benefits from that enhanced knowledge and technique.
County social service professionals generally perceive the existence of career
ladder. However, this ladder is seen as rather narrow within their organizations. Hence,
career or promotional opportunities may lead outside of the organization.
Formal Training Systems
It can no longer be taken for granted that employees will arrive at work with all the
requisite skills. Too much of what goes on in today's organization requires specific
adaptation. The most knowledgeable and skilled worker still requires training so as to fit
into the organization and become a valuable contributor to the team (Quinn, Anderson,
and Finkelstein, 1996).
The chief function of the supervisor is the development o...
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- Spring '14